Lecture 4 Conflict Mgmt Strategies

8/8/2019 Lecture 4 Conflict Mgmt Strategies

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CONFLICTMANAGEMENT

ANJUM NISAR QureshiBahria University


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Toward Conflict Management

Blake and Mouton (1970) proposed agrid that shows various conflictapproaches.

The 1,1 style is the hands-off approach,also called avoidance .

The 1,9 position, also calledaccommodation , is excessively person-oriented.


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Blake and Moutons Conflict Grid


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The 5,5 position represents a willingnessto compromise.

The 9,1 is the bullheaded approach, alsocalled competing.

The optimum style for reducing conflict isthe 9,9 approach, also calledcollaboration .


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The Five Conflict-Handling Modes

The Thomas-Kilmann Conflict Mode Instrument (TKI) isdesigned to assess an individuals behavior in conflictsituations.

In such situations, we can describe a persons behavior along two basic dimensions:

(1) assertiveness (Concern for self), the extent to which theindividual attempts to satisfy his or her own concerns, and

(2) cooperativeness (Concern for others), the extent to whichthe individual attempts to satisfy the other persons concerns.

These two basic dimensions of behavior are used to definefive specific methods of dealing with conflicts shown in thenext slide...


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Five Conflict-Handling StylesFive Conflict-Handling Styles

Collaborating Accommodating

Competing Avoiding

Compromising

High Low

High

LowConcernforOthers

Concern for Self


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This is taken from Thomas-Kilmann Conflict ModeInstrument by K.W. Thomas and Kilmann.

Avoiding the manager is not very helpful in helping to resolve theconflict. This could be used on situations seen as not very important or when disruption could be a big problem.

Competing These are win-lose situations. One persons option ischosen at the expense of anothers.

Accommodating One person allows the opposing person to havetheir way. This could be used when a conflict is more important to theother person, when one person decides they were wrong, or topreserve future relations.

Compromising People bargain to get pieces of what they want by

giving up pieces that arent as important to them.

Collaborating These situations can be viewed as win-win. Theopposing groups sincerely and creatively work together to reach amethod that pleases both sides.


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SCORING INTERPERSONAL STYLES OF CONFLICT MANAGEMENTQUESTIONNAIRE

Total number of items circled in each column:

_______ _______ _______ _______ _______ Competing Collaborating Compromising Avoiding Accommodating

The largest number is your most probable reaction to conflict

situations.


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Competing - SHARK

Competing - SHARK - is assertive anduncooperative.

An individual pursues his or her own concerns at theexpense of the other person.

This is a power oriented mode in which one useswhatever power seems appropriate to win ones ownposition.

When to use Competition: 1. When you know you are right.2. When you need a quick decision. (autocratic)3. When you meet a steamroller type of person andyou need to stand up for your own rights.


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Accommodating - TEDDY BEARAccommodating - TEDDY BEAR - is unassertive (opposite of competing).

When accommodating, an individual neglects his/her ownconcerns to satisfy the concerns of the other person. Thereis an element of self-sacrifice in this mode.

When to use accommodating :

1. When the issue is not so important to you but it is to the other person.

2. When you discover that you are wrong.

3. When continued competition would be detrimental - "you knowyou can't win."

4. When preserving harmony without disruption is the mostimportant - "it's not the right time."


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Avoiding - TURTLE

Avoiding - TURTLE - is unassertive andcooperative.

When a person does not pursue her/his ownconcerns or those of the other person.

He/she does not address the conflict, but rather sidesteps, postpones or simply withdraws.


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When to use avoiding:

1. When you don't have anything to lose - "when theissue is trivial."

2. When the context isn't suitable - "it isn't the righttime or place."

3. When you see no chance of getting your concerns

met.

4. When you would have to deal with an angry, hotheaded person.

5. When you are totally unprepared, taken by surprise,

and you need time to think and collect information.

6. When you are too emotionally involved and theothers around you can solve the conflict moresuccessfully.


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FOX - CompromisingFOX - Compromising . The objective - is to find someexpedient, mutually acceptable solution which partiallysatisfies both parties.

It falls in the middle group between competing andaccommodating.

When to use compromise :

1. When the goals are moderately important and not worth theuse of more assertive modes.

2. When people of equal status are equally committed.

3. To reach temporary settlement on complex issues.

4. To reach expedient solutions on important issues.


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OWL - Collaborating

OWL - Collaborating - is both assertive and cooperative. This is theopposite of avoiding.

Collaboration involves an attempt to work with the other person to findsome solution which fully satisfies the concerns of both persons.

It includes identifying the underlying concerns of the two individualsand finding an alternative which meets both sets of concerns.

When to use collaboration:

1. When other's lives are involved.2. When you don't want to have full responsibility.3. When there is a high level of trust.4. When you want to gain commitment from others.5. When you need to work through hard feelings, animosity, etc.

** The best decisions are made by collaboration.


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The Rabbit and the Tortoise


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THE PREFERRED APPROACH OPTION ISWIN/WIN.......

WIN/WIN is a co-operative approachwhere both parties get more of what theywant. From the orange story we learn thatthe first step is to go back to NEEDS.

Move away from solutions being proposedand analyze needs.

Then work out a way in which each partygets more of what they want


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WIN/WIN DILEMMAS: Can you always have awin/win solution.

1. What about a friend who never reciprocates favors?

2. What about trading with another business that seems headed for bankruptcy? Should my business providethem with prompt service?

3. Suppose you are in direct competitionwith others for the same promotion?


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RIDING A BICYCLE

You werent interestedYou saw others riding & realized you couldnt rideYou learned how to rideYou ride so much you do it automatically

YOU MAY NOT FIND IT EASY TO DO

.......... IT WILL COME WITH PRACTICE

......................IF YOU COMMIT YOURSELF TO DOING IT

...................................THEN YOULL DO ITAUTOMATICALLY


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How to win a conflict 10 fatal rules

1. Insist absolutely on your position the other will certainly concede!

2. Announce permanently and vocally in the public that you are right and that your rival iswrong.

3. Look only after solutions which correspond at most to your interest you are right!

4. Confront your rival with facts, that will steal his thunder.

5. Look for allies who follow you blindly, your rival will be intimidated.

6. If your rival doesnt give in, threaten him with violence this always makes an impact.

7. In any case dont accept any intermediation from a third person he/she only wants tosupport your rival.

8. Gather information about the private life of your rival and forward them to the press.

9. If this doesnt show any impact, spread any sort of rumour about your rival.

10. Perishing together with the rival is always better than making any concession. You arefighting for the victory of the truth!


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Conflict Resolution Techniques Step 1 Create an Effective Atmosphere

Select a location where everyone feels comfortable and at ease. Create anatmosphere that allows the issues to be addressed openly and honestly during atime convenient for all and no one is feeling pressured.

Step 2 Clarify Perceptions

Find out what the conflict is about while avoiding any side issues. Recognizeothers needs and wants. Listen carefully to help clear up misconceptions

Step 3 Focus on Individual and Shared Needs

Be concerned about meeting other peoples needs besides your own. Recognizethe fact that you need each other to resolve conflict.

Step 4 Build Shared Positive Power

Power is made up of peoples outlooks, ideas, convictions, and actions. Thus, apositive view of power enables people to be most effective. Positive power Promotes building together and strengthening partnerships.


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Conflict Resolution Techniques Step 5 Look to the Future, then Learn from the Past

Try to understand what happened with past conflicts and avoid repeating the samemistakes over.

Step 6 Generate Options

Get ideas from people having conflict. Look for common threads. Make sure

options are workable for all partiesStep 7 Develop Doables Stepping Stones to Action

Select the doables that:

have the best chance of success,never promote unfair advantages on any side,

are found on shared input and information from all parties, andadd confidence in working together.

Step 8 Make Mutual Benefit Agreements

Focus on developing agreements and finding shared goals.Pay attention to the needs of the other person.

Recognize the things that cant be changed.Clarify what is expected of you in the agreement.

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Lecture 4 Conflict Mgmt Strategies

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